View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Decision Making Pre-Mortem |
|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 15-45 min | 2-5 min je Item | 20–45 min |
Participantsdifferent | 1-8 | 3-9 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | RiskDecisionFailurePlanning |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
